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SHRM-SCP Questions and Answers

Question # 6

An oil and gas company that operates globally signs an agreement to shift the operations part of the business to another organization. As a result, the company must lay off several employees. Some of the employees that must be laid off are working at headquarters while others are currently assigned to another country to support operations in the field. An HR director is tasked with developing a plan for communicating and executing the layoffs.

What should the HR director do to ensure that there is a successful transfer of knowledge from the displaced employees to those who will be retained after the layoffs?

A.

Require the displaced employees to sign a contract that affirms that they will stay with the company during the transition.

B.

Tell the displaced employees that helping with the transition will provide more time to find a job while still receiving compensation.

C.

Explain to the displaced employees that they will be provided with a favorable reference in exchange for their cooperation.

D.

Tell the displaced employees that they will be offered training and job placement services if they help with the transition.

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Question # 7

The hiring practices of a company include fully screening prospective employees prior to a job offer, which is then unconditional. A new HR manager wants to instead begin extending conditional offers. Which reason best illustrates an advantage of extending conditional offers from the company's perspective?

A.

A conditional job offer shows greater interest by the company.

B.

A candidate can be onboarded more quickly when a conditional offer is extended.

C.

Extending a conditional offer shows interest in the candidate more quickly.

D.

There is immunity from a discrimination standpoint when a conditional offer is withdrawn.

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Question # 8

A start-up technology company is growing rapidly, and senior leadership would like the company to be publicly traded in the near future. The company regularly exceeds its financial goals, but outside analysts express concerns about the inconsistent practices and procedures within the company. The company values innovation, and very little attention is paid to documenting or standardizing work processes. This provides employees with a great deal of freedom to experiment in their roles, but it also leads to confusion about individual assignments and areas of responsibility. In preparation for a public offering, the company's leadership asks the HR director to gather information on best work practices in every functional area and create the required documentation.

The HR director does not have the technology knowledge necessary to understand many of the best work practices recommendations provided by employees. What should the HR director do to ensure all information included in the best work practices documentation is accurate?

A.

Create teams of employees in each department that can create, edit, and approve all best work practices documentation relevant to the department.

B.

Ask the employees' managers to proofread all best work practices documentation to ensure they reflect accurate information.

C.

Contact administrative assistants in each department to answer technical questions.

D.

Conduct online research to verity that the company's best work practices meet industry standards.

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Question # 9

Which strategy is most effective in motivating individual employee performance?

A.

Moving employees off tasks to new assignments

B.

Keeping employees intermittently updated

C.

Discussing the importance of the work being done

D.

Changing the performance goals regularly

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Question # 10

Which company programs are most effective when developing succession plans?

A.

Recruiting and feedback

B.

Coaching and development

C.

Mentoring and reorganization

D.

Compensation and benefits

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Question # 11

The marketing department at a large financial services company chooses five high-performing staff members every year to receive a performance award, which includes a monetary reward and recognition at an end-of-year meeting. Employees are chosen by managers in the marketing department. Each manager nominates two direct reports, and then all managers meet as a group to discuss nominees until a consensus is reached. The names of the winners are given to HR for final approval. The marketing department is preparing to begin this year's nomination process. There have been repeat winners in each of the last three years. A marketing employee files a complaint with the HR director about favoritism in the award process. Additionally, the employee points out that newer employees rarely win the award, which lowers their morale. New employees tend not to win because they spend a couple of years training and shadowing experienced employees before receiving tasks to perform independently.

The employee who submitted the complaint asks the HR director to provide more opportunities for new employees to be recognized. Which action should the HR manager take?

A.

Send an email to new employees each year thanking them for their contributions.

B.

Announce the names of new employees at the end-of-year meeting.

C.

Require each years group of nominees to include at least one new employee

D.

Suggest managers give new employees more informal recognition which will increase the performance.

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Question # 12

A multinational company is installing a new HRIS. Working with the VP of IT, which is the first thing the VP of HR should consider when developing a data retention policy?

A.

Regulations regarding privacy and data retention in the company's home country

B.

Data protection requirements for all jurisdictions where the company transacts business

C.

Restricting the collection of information to only items that are job-related

D.

Developing an information security training program for all system users

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Question # 13

A company has grown into a midsize organization and has retained its legacy staff throughout the years. Hiring has increased introducing a new demographic landscape and disrupting employee morale. Which is the most effective solution for the HR director to recommend?

A.

Offer longer-tenured employees early retirement packages comparable with the market.

B.

Conduct a job analysis evaluating whether employees remain qualified for jobs.

C.

Evaluate training and development opportunities for employees with outdated skills.

D.

Establish an intergenerational mentoring program to increase collaboration.

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Question # 14

The marketing department at a large financial services company chooses five high-performing staff members every year to receive a performance award, which includes a monetary reward and recognition at an end-of-year meeting. Employees are chosen by managers in the marketing department. Each manager nominates two direct reports, and then all managers meet as a group to discuss nominees until a consensus is reached. The names of the winners are given to HR for final approval. The marketing department is preparing to begin this year's nomination process. There have been repeat winners in each of the last three years. A marketing employee files a complaint with the HR director about favoritism in the award process. Additionally, the employee points out that newer employees rarely win the award, which lowers their morale. New employees tend not to win because they spend a couple of years training and shadowing experienced employees before receiving tasks to perform independently.

How should the HR director minimize the perception of favoritism in the selection process?

A.

Send an annual email to managers reminding them to be fair and objective.

B.

Create a policy that prohibits an employee from winning the award more than two years in a row.

C.

Hide employee names on nomination forms during the review and consensus discussion.

D.

Allow non-managerial employees to nominate two peers for the performance awards.

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Question # 15

An HR business partner (HRBP) in a large organization has recently been dealing with various issues with the chief human resource officer (CHRO). The HRBP reports to the CHRO. The CHRO does not consistently and clearly communicate information regarding business and strategic issues to the HRBP. The lack of communication has been presenting problems, as the HRBP's internal clients look to the HRBP for information and guidance on all HR topics and initiatives. As a result, the HRBP is often uninformed and unable to assist the clients. The lack of communication and transparency by the CHRO has been negatively impacting the HRBP and the HRBP's clients. The HRBP spends a lot of time trying to get information and often is unprepared to address client issues. In some cases, clients have received HR-related information ahead of the HRBP. Unfortunately, the CHRO has operated in this manner for years, with HR employees often feeling isolated from information and not feeling like they are part of a coherent unit. Despite this, the CHRO has expressed to the HRBP a belief that they have a very effective working relationship with one another.

The HRBP recognizes that internal clients are frustrated by the HRBP's inability to assist with issues. The HRBP is concerned internal clients are losing trust in the HR function. What should the HRBP do to address this, given that the HRBP is still trying to address the CHRO’s poor communication?

A.

Send each client an email accepting full responsibility for the problems and promising to improve.

B.

Meet with each client individually to discuss what each client would like the HRBP to do to improve.

C.

Ask the CHRO to meet with each client to explain the reason for the frequent miscommunication.

D.

Conduct a survey of internal clients to measure the level of trust in the HR function.

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Question # 16

At a regional power company, managers are in charge of assigning training and development opportunities to their employees. These opportunities are sponsored by the company, and employees are entitled to their regular pay while attending training and development sessions. Recently, there has been a growing number of complaints that managers were engaging in favoritism by only assigning these training and development opportunities to their favorite employees. Favoritism violates company policy, which states that all employees must be given equal opportunities. The HR director aims to address this issue.

Senior leaders at the company express a desire to eliminate training and development opportunities because they have become too costly for the company. What should the HR director do?

A.

Conduct a cost-benefit analysis on providing training and development opportunities to employees.

B.

Analyze industry trends on the relationship between business performance and training and development opportunities.

C.

Survey employees on their perceived effectiveness of training and development in improving their performance.

D.

Implement blended training approaches to decrease training costs.

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Question # 17

An organization increased its workforce by 50% over the past six months, and 90% of the positions were filled by employees working remotely. Which action best supports the organization's increased workforce?

A.

Providing on-demand computer training for the employees

B.

Including a technology proficiency requirement in job descriptions

C.

Coaching midlevel leadership on how to reduce the sense of isolation

D.

Ensuring that all remote employees acknowledge job expectations

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Question # 18

An HR director wants to show the leadership team how HR promotes the goals and values of the organization. Which would be the most effective strategy to demonstrate this?

A.

Show the turnover rate of employees over the past year.

B.

Create an organizational chart identifying key HR roles.

C.

Report the number of hires the HR department achieved in the last quarter.

D.

Develop an HR mission statement that mirrors that of the company.

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Question # 19

Who is most qualified to be assigned to a business development management trainee as a mentor?

A.

HRVP

B.

Sales VP

C.

Executive coach

D.

Corporate training head

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Question # 20

Which is a role of HR as it relates to complying with the International Labor Organization's unfair labor practices?

A.

Remuneration that exceeds the prevailing wage for the occupation

B.

Offer relevant language courses after work hours at a convenient location.

C.

Reunite migrant workers with dependent children and spouses.

D.

Inform migrant workers in their native language of their rights to equal opportunity.

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Question # 21

The president of a large company is planning to retire soon. The president has been with the company for 40 years, the longest tenure of any employee in the company, and has been president for the last 10 years. In addition to replacing its top leader, the company is also in the midst of conducting strategic planning for the next three years. The HR director has been placed in charge of overseeing the selection and transition process for the new president and has organized a search committee consisting of external board members. The search committee has identified three internal candidates for the position and must move forward with the process of selecting one to be president.

Senior leaders at the company have learned of the upcoming transition and the identity of the candidates. What should the HR director do to ensure the senior leaders stay with the company even if their favored candidate is not selected for the job?

A.

Hold town hall meetings with the new president for senior leaders to express their concerns.

B.

Implement a profit-sharing program that applies to all senior leaders.

C.

Allow all senior leaders to have a vote in the final selection decision.

D.

Advise the new president to meet with each senior leader individually.

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Question # 22

Which HR strategy should have the greatest impact on promoting a culture that embraces corporate social responsibility (CSR) and corporate philanthropy?

A.

Incorporate CSR concepts into learning and development programs.

B.

Use CSR initiatives to recruit, develop, engage, and retain employees.

C.

Build a strong partnership with corporate CSR leaders to make HR's efforts more visible.

D.

Conduct a survey on employee views of CSR and specifically target corporate philanthropy.

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Question # 23

A small organization recently hired a new CEO with a strong marketing background. The CEO establishes a new sales approach focused on expanding business opportunities through the creation of new products, which will be marketed and sold by the sales force. The CEO believes her effectiveness is impaired by having too many direct reports. The CEO meets with the CFO and HR director. They decide to reduce the CEO's number of direct reports to those most relevant to the CEO's vision for the organization. The remaining employees are reassigned to the CFO who already oversees a team of three. This change allows the CEO to more effectively focus on the vision HR releases a memo informing employees of the change in reporting structure.

The CEO learns that the change in reporting structure has resulted in disappointment for the employees who are no longer direct reports and asks the HR director for advice. What action should the HR director advise the CEO to take?

A.

Meet individually with employees affected by the new reporting structure.

B.

Send an organizationwide email that highlights the CEO's vision.

C.

Ask the CFO to explain how the new reporting structure benefits the organization in a companywide meeting.

D.

Ask the CFO to explain the benefits of the new reporting structure to the new team.

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Question # 24

What is the first step in recruitment content marketing on social media?

A.

Define a target audience.

B.

Develop a content strategy.

C.

Identity audience locations.

D.

Agree on the objectives.

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Question # 25

After a compensation study, the HR director learns that newly hired nurses have been paid higher wages than incumbent nurses for the past three years. Which is a cause for internal pay compression?

A.

The market is flooded with highly qualified candidates for nursing positions.

B.

The company has not adjusted pay ranges in light of changes in the market.

C.

The company has not offered a cost-of-living increase recently.

D.

The company allows managers to make salary decisions independent of HR.

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Question # 26

What job evaluation approach should be used to determine the degree to which jobs being evaluated are composed of selected compensable factors?

A.

Ranking

B.

Job classification

C.

Point method

D.

Wage curves

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Question # 27

Which method is most effective for detecting asset misappropriations, such as cash skimming and fraudulent disbursements, by employees in the workplace?

A.

Implementing a lip line and proactive data monitoring by management

B.

Conducting comprehensive pre-employment background screens and credit checks

C.

Engaging an external auditor to review transactions on a regular basis

D.

Installing video surveillance in customer areas including parking lots

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Question # 28

According to the Equal Pay Act of 1963, which working condition requires equal pay?

A.

Separate first-shift production lines

B.

Varied geographic locations

C.

Different production levels

D.

Shifts on different days of the week

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Question # 29

The president of a large company is planning to retire soon. The president has been with the company for 40 years, the longest tenure of any employee in the company, and has been president for the last 10 years. In addition to replacing its top leader, the company is also in the midst of conducting strategic planning for the next three years. The HR director has been placed in charge of overseeing the selection and transition process for the new president and has organized a search committee consisting of external board members. The search committee has identified three internal candidates for the position and must move forward with the process of selecting one to be president.

What should the HR director do in order to decrease the likelihood of candidates not selected for the job becoming upset and leaving the company?

A.

Develop a career path and development plan for all candidates to ensure they have a reason to stay.

B.

Suggest that the board of directors provide raises for all candidates regardless of whether they get the position.

C.

Meet with each candidate periodically to ensure they understand and are satisfied with the steps in the selection process.

D.

Suggest that the board of directors restructure the organization in such a way that all candidates will get a new position.

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Question # 30

In one of the warehouses of a retail company, several international employees complain to HR that the warehouse manager has forbidden them from speaking in their native language in the workplace. The HR manager speaks with the warehouse manager, who says there have been several reports that the international employees only interact with each other and they have difficulty conversing with the local employees due to language barriers. The HR manager also learns that the international employees can speak the primary language used in the company well enough to understand instructions from their supervisors. Fortunately, there have been no incidents of safety issues where language has been a barrier between local and international employees. However, senior management believes there is a lack of rapport between local and international employees and instructs the HR manager to resolve the issue.

Senior management asks the HR manager to investigate whether other warehouse locations face similar issues between local and international employees. Which approach should the HR manager take to gather the most accurate information?

A.

Request that employees at all warehouse locations take a survey about their relationships with co-workers.

B.

Conduct a virtual focus group with a representative number of warehouse employees across the country.

C.

Review safety incident logs in warehouses with the most diversity in the languages spoken.

D.

Host a meeting for employees to publicly raise concerns about language barriers in the workplace.

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Question # 31

An HR business partner (HRBP) in a large organization has recently been dealing with various issues with the chief human resource officer (CHRO). The HRBP reports to the CHRO. The CHRO does not consistently and clearly communicate information regarding business and strategic issues to the HRBP. The lack of communication has been presenting problems, as the HRBP's internal clients look to the HRBP for information and guidance on all HR topics and initiatives. As a result, the HRBP is often uninformed and unable to assist the clients. The lack of communication and transparency by the CHRO has been negatively impacting the HRBP and the HRBP's clients. The HRBP spends a lot of time trying to get information and often is unprepared to address client issues. In some cases, clients have received HR-related information ahead of the HRBP. Unfortunately, the CHRO has operated in this manner for years, with HR employees often feeling isolated from information and not feeling like they are part of a coherent unit. Despite this, the CHRO has expressed to the HRBP a belief that they have a very effective working relationship with one another.

The HRBP wants to provide suggestions to the organization’s executives about how to improve communication within the company, but the CHRO does not include the HRBP in strategic discussions that the CHRO has with other executives. What should the HRBP do?

A.

Write an email to the CHRO explaining the suggestions of the HRBP.

B.

Schedule a meeting with the CHRO to explain the HRBP's suggestions.

C.

Email the CHRO asking if the HRBP may attend the next strategic discussion meeting.

D.

Meet with other executives informally to share the HRBP’s suggestion.

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Question # 32

The original deadline for a project was shortened by two weeks. Subsequently, the project manager learns that the project schedule must be shortened by another two weeks. Which action by the manager would best motivate the team to take on the new schedule?

A.

Conduct a workforce analysis to assess if there is a need to hire more people for the team.

B.

Send the project staff to training to efficiently and effectively conduct the work.

C.

Conduct a team-building session to encourage greater working relationships among project staff.

D.

Offer an incentive to project staff if the new schedule is met.

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Question # 33

An HR department at a midsize company hosts regular manager meetings to provide updates regarding company structure practices, and policies. During the recent meeting, the HR director notified all managers of the company's new code of conduct policy and plans for an upcoming training about the policy. The policy explicitly states that managers must not form personal relationships with their direct reports. The HR director explains that the policy was created because concerns about fairness related to promotions and rumors about favoritism were beginning to cause conflict within some departments. Some of the managers express that training is not necessary, but they all agree to attend it. A few days after the training, the HR director receives a complaint from an HR employee who claims to have seen a manager and one of the manager’s direct reports at a restaurant. The HR director was already concerned about this manager's judgment because the manager approved a promotion for the same direct report even though the direct report has documented performance-related issues. The HR director discusses the issue with the manager. In response, the manager criticizes the new policy and insists the relationship did not impact the direct report's promotion recommendation. The manager also states that the training was unclear and that other managers have the same opinion.

Several employees heard of the manager's personal relationship with the direct report. They approach the HR director with concerns that the direct report may have been unfairly promoted. How should the HR director respond to these concerns?

A.

Ask the direct reports to provide any evidence they may have that supports their suspicions.

B.

State that HR cannot disclose any information on the reasons for promotion at this time.

C.

Tell the direct reports that the HR director will share their concerns with the leadership team.

D Request that the direct reports stop spreading rumors about the promotion

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Question # 34

When designing a compensation bonus structure for an international company, it is most important for the VP of HR to analyze which cultural values in each region?

A.

Individualism versus collectivism

B.

Masculinity versus femininity

C.

Low power versus high power distance

D.

Long-term versus short-term orientation

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Question # 35

Which is a fundamental characteristic of knowledge management in a learning organization?

A.

Intergroup development

B.

Centralized training function

C.

Continuous sharing of new information

D Frequent employee surveys

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Question # 36

According to Ulrich, what is the primary intent of the business partner model?

A.

Management of all HR processes for a business unit

B.

Transformation of the business unit to better align with HR directives

C.

Business processes integration and alignment of daily work with business outcomes

D.

Creation of shared services between business units to reduce HR administrative burden

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Question # 37

A company creates a foundation to award grants to eligible nonprofit organizations to fund projects aimed at uplifting the living conditions of the local communities. Aside from the grants, the company will also assign key employees to help manage the projects. This is an example of which type of community engagement?

A.

Joint community project

B.

Community board representation

C.

Employee volunteerism

D.

Financial grant

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Question # 38

A manager accepts a position relocation to a foreign country. Which service should the company provide upon arrival to help the employee in the new environment?

A.

Foreign language instruction

B.

Cross-cultural training

C.

Host country sponsor

D.

Realistic job preview

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Question # 39

A new HR director is hired into the HR department of one at a midsize, engineering company. The HR director immediately notices that, unlike all other major departments, HR is never invited to any important meetings, or involved in strategic discussions. The president of the company sees the sole use of an HR department as meeting legal requirements and the core duties of the HR director are to onboard new employees, help them complete their paperwork and address employee complaints. The HR director sees several areas where HR can add value to the company such as improving employee engagement, automating various HR systems, and introducing a performance review process. The HR director recognizes that the company needs one to two additional HR employees to truly be able to implement these important initiatives. When the HR director asks the president about the possibility of hiring two new HR employees, the president laughs and replies that one HR employee is costing the company more than enough.

While developing the performance appraisal system, several employees explain to the HR director that they largely work independently, making it difficult to provide ratings for others. What approach should the HR director propose to meet the needs of the company?

A.

Restructure employees' work so that they work more collaboratively.

B.

Ask managers to make ratings based on documentation and material provided by the individual employees.

C.

Introduce more concrete performance criteria including the number of projects completed and client satisfaction ratings.

D.

Design a new performance management system focused on the achievement of individual goals tied to organizational goals.

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Question # 40

An HR department at a midsize company hosts regular manager meetings to provide updates regarding company structure practices, and policies. During the recent meeting, the HR director notified all managers of the company's new code of conduct policy and plans for an upcoming training about the policy. The policy explicitly states that managers must not form personal relationships with their direct reports. The HR director explains that the policy was created because concerns about fairness related to promotions and rumors about favoritism were beginning to cause conflict within some departments. Some of the managers express that training is not necessary, but they all agree to attend it. A few days after the training, the HR director receives a complaint from an HR employee who claims to have seen a manager and one of the manager’s direct reports at a restaurant. The HR director was already concerned about this manager's judgment because the manager approved a promotion for the same direct report even though the direct report has documented performance-related issues. The HR director discusses the issue with the manager. In response, the manager criticizes the new policy and insists the relationship did not impact the direct report's promotion recommendation. The manager also states that the training was unclear and that other managers have the same opinion.

Which action should the HR director take first to reduce favoritism from managers when making promotion decisions in the future?

A.

Collaborate with managers to develop objective criteria for promotion decisions.

B.

Hire an external consultant to further tram managers on the code of conduct and ethical practice.

C.

Remind managers in writing of the company's expectations for fair employee treatment.

D.

Mandate that managers provide comprehensive justification for promotion.

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